Planning different scenarios gives various businesses the opportunity to exercise for the future and take a peek at the battlefield before the battle actually begins, only to be better prepared. However, it is worth knowing that developing a scenario does not imply predicting the future. Its value consists of the possibility to help companies understand the forces that can affect their future. Practically, all these forces tend to try out their assumptions.
I have noticed that a lot of top notch managers encourage these solutions, whether their businesses are new or not. Pierre Wack may not ring too many bells for a lot of people. But all those who have something to do with the oil industry might be familiar with his management skills over Shell during the ’60s. One day, he has asked the other directors to visualize tomorrow. He encouraged a sophisticated and responsible thinking over the current situation by giving everyone else the chance to understand the changes. Continue reading